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| Criterion |  Business Strategy Strategic, Tactical and Operational Planning |  Agile ROAM Board |  Agile Scrum |  Business Strategy Strategy Execution Loop |
|---|---|---|---|---|
Purposedifferent | It places decisions and artifacts at the right level. Strategic planning clarifies direction, tactical planning translates it into programs, and operational planning steers concrete processes. | When work needs to move between different states or columns, it makes that movement and its handoffs legible. It sorts work by value, risk, and delivery ability. The result is captured as a ROAM Board and an Owner List. | When a team needs to work in a fixed delivery rhythm, it stabilizes cadence, responsibility, and feedback loops. It makes collaboration reliable across sprint boundaries. | The Strategy Execution Loop helps avoid treating strategy as a one-off document. It makes visible how strategic decisions are turned into objectives, initiatives, operational work, measurement, and learning. |
Complexitydifferent | Medium | Low | Medium | High |
Timedifferent | 90-180 min | 20-40 min initial, dann laufend | 1-4 Wochen je Sprint, laufend | Initial 3-6 h, then monthly or quarterly reviews |
Participantsdifferent | 4-12 | 3-15 | 3-10 (Scrum Team) | 5-12 |
Formatdifferent | Workshop | Workshop + async | Workshop + async | Workshop + async |
Outputdifferent | Planning Levels Map, Cadence Model, Planning Artifact Inventory | ROAM Board, Owner List | Product Backlog, Sprint Backlog, Increment, Sprint Goal | Execution Loop, Review Cadence, Strategic Learning Log |
Tagsno overlap | CadenceGovernanceExecution | RiskAgileTrackingAlignment | AgileIterationCadence | ExecutionCadenceLearningGovernance |